{"id":1999,"date":"2024-08-12T16:20:24","date_gmt":"2024-08-12T16:20:24","guid":{"rendered":"https:\/\/www.ocean.edu\/?page_id=1999"},"modified":"2026-01-14T16:23:33","modified_gmt":"2026-01-14T21:23:33","slug":"strategic-planning","status":"publish","type":"page","link":"https:\/\/www.ocean.edu\/about\/our-values\/strategic-planning\/","title":{"rendered":"Strategic Planning"},"content":{"rendered":"\n

IPEC Home<\/a> | Administrative Unit Assessment<\/a> | Institutional Research<\/a> | Academic Assessment<\/a> | Strategic Planning<\/a> | Accreditation<\/a><\/p>\n\n\n\n

Strategic Planning at Ocean County College is the means through which the college defines its priorities, sets measurable goals, and outlines the strategies it will take to achieve these goals.  The Strategic Plan is an essential roadmap that focuses institutional resources and employees on the path to attaining the college\u2019s mission.<\/p>\n\n\n\n

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College Mission and Vision<\/a><\/div>\n<\/div>\n\n\n\n

2025-2030 Strategic Plan: <\/em><\/strong>
Building Opportunity | Strengthening Community<\/h2>\n\n\n\n

Ocean County College\u2019s 2025\u20132030 strategic planning process was grounded in collaboration, inclusivity, and shared purpose\u2014engaging more than 180 voices from across campus and the broader community. Guided by a 20-member Strategic Planning Taskforce representing every division of the College, the process reflected a deep commitment to transparency and collective visioning. Over 17 months, faculty, staff, students, alumni, and external partners\u2014including industry leaders, K\u201312 districts, and donors\u2014contributed insights through surveys, focus groups, and open forums, shaping a plan that authentically reflects the needs and aspirations of the community it serves. The resulting plan lays the foundation for Ocean County College\u2019s path over the next five years as it continues building opportunity and strengthening community.<\/p>\n\n\n\n

<\/p>\n\n\n\n

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View our Strategic Plan<\/a><\/div>\n<\/div>\n\n\n\n

Institutional Effectiveness Committee<\/strong><\/strong><\/h3>\n\n\n\n

The Institutional Effectiveness (IE) Committee advances the College\u2019s mission by overseeing the implementation of the Strategic Plan, ensuring alignment across institutional priorities, and fostering a culture of evidence-based decision making.<\/p>\n\n\n\n

The Scorecard Planning Document<\/strong> tracks initiatives supporting each strategic objective, outlining their measures, targets, baselines, resources, and responsible units to monitor progress.<\/p>\n\n\n\n

OCC NOW: <\/strong>News, Outcomes, and Wins highlights how OCC is Building Opportunity and Strengthening Community through data, stories, and video, revealing the connection between insight, action, and lasting impact.<\/p>\n\n\n\n

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Expand All<\/a><\/div>\n\n\n\n
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Key Performance Indicators (KPI) <\/strong><\/h3>\n\n\n\n

The college\u2019s KPI\u2019s evaluate the success of achieving institutional goals. Each goal has one or more KPI\u2019s with set targets that are tracked on an annual basis.<\/p>\n\n\n\n

Strategic Goal<\/td>Key Performance Indicator<\/td>2021 Baseline<\/td>2026 Target<\/td>FY 2022<\/td>FY 2023<\/td>FY 2024<\/td>FY 2025<\/td>FY 2026<\/td><\/tr>
1. Empower Students<\/td>Percentage of students who complete 30 credits or more within a 2-year period.<\/td>60%<\/td>70%<\/td>50%<\/td>44.1%<\/td><\/td><\/td><\/td><\/tr>
<\/td>Percentage of non-credit students who complete an industry-valued credential, HSE, or proficiency\/measurable skills gain (ESL) within a year period.<\/td>65%<\/td>65%<\/td>75%<\/td>71.12%<\/td><\/td><\/td><\/td><\/tr>
2. Optimized Enrollment<\/td>Total number of credits enrolled each year.<\/td>178,376<\/td>196,900<\/td>167,352<\/td>163,455<\/td><\/td><\/td><\/td><\/tr>
<\/td>Total unduplicated international headcount enrolled.<\/td>115<\/td>1,000<\/td> 50<\/td> 30<\/td><\/td><\/td><\/td><\/tr>
<\/td>Total non-credit net revenue<\/td>$1,705,000<\/td>$2,093,160<\/td>$1,191,342<\/td>$1,220,573.70*<\/td><\/td><\/td><\/td><\/tr>
3. Elevate Effectiveness<\/td>Achievement of Goal 1, 2 and 4 KPIs.<\/td>established in FY2022<\/td>100% of Targets met<\/td>50%<\/td>1<\/td><\/td><\/td><\/td><\/tr>
4. Expand Relationships<\/td>Established quarterly stakeholder communication meeting with panelist and participants.<\/td>0<\/td>20 total meetings<\/td> 12<\/td> 12<\/td><\/td><\/td><\/td><\/tr>
<\/td>Measurement of connectivity between multiple college divisions and individual stakeholders \u2013 Existing<\/strong><\/td>establishing baseline in FY2021<\/td>10% increase annually<\/td>23<\/td>83<\/td><\/td><\/td><\/td><\/tr>
<\/td>Measurement of new<\/strong> stakeholders and innovative partnerships.<\/td>0<\/td>20<\/td>24<\/td>83<\/td><\/td><\/td><\/td><\/tr><\/tbody><\/table>
*<\/strong> To be confirmed following FY23 budget close out<\/figcaption><\/figure>\n","protected":false},"excerpt":{"rendered":"

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